Developing Assets Export

1
Developing Assets /Export International
Business

• Pauline Kingi

2
key points made

• Craig Norgate
• Maori should be immensely proud of progress in
  the last 20 years, but is this sufficient for
  Maori as a people?
• Need to provide for basic needs and capability
  development.
• Reality check only Fonterra is a global player.
• We need 15-20 companies with over a billion
  dollars of revenue with half of that coming
  from overseas. The New Zealand economy is too
  limited.
• New Zealand companies are limited by economy /
  domestic market limitations hence the
  collective ownership of New Zealand companies.

3
key points made

• Craig Norgate
• Priorities collective ownership, primary
  industries, and a commitment to investment in
  future development.
• Need to grow business in primary industries.
• Fish have control of the industry leader. Now
  need to build an international position.
• Horticulture build the asset base.
• No silver bullets best returns come from what
  you know and leveraging off opportunities.
• Technology is passing New Zealand by. We
  undervalued science and engineering too long
  next generation suffering from this
  under-investment.

4
key points made

• Craig Norgate
• Tourism NZ attracts genuine experience seekers.
  Maori collectively offer world class
  opportunities need protection, quality
  measures, and investment in the future.
• We need new intelligence on business
  opportunities. Relationships, networks and
  understanding immersing yourself in other
  cultures. We need either critical mass in an
  organisation or the choice of just one market.
• It takes many generations to build a business,
  but only one to destroy it.

5
key points made

• Paul Morgan
• Look at the context of the New Zealand situation
  most NZ companies are small and their exporting
  revenues are small.
• Of Maori companies, one company has good export
  revenue Sealord Group.
• Can we become global players in the next 40
  years? I doubt that very much.
• We need investment in infrastructure in our
  companies in NZ.
• We need the ability to service companies through
  NZ 24 hours a day, 7 days a week.
• We have few Maori organisations now that have any
  sort of capacity to export.

6
key points made

• Paul Morgan
• Fonterra is NZs biggest company but only no.12
  globally in the dairy business.
• We need economies of scale.
• What does it take to cash in on the trends?
• Market information/intelligence
• Have your own people on the ground
• Leverage off other groups with relevant networks.
• Invest in customer relationships
• Need to have a number of companies that have
  significant sales revenue.

7
key points made

• Paul Morgan
• Put tribal issues aside focus on co-operation
  and how those assets (land) can be managed.
• Take a smarter approach as to how we can do it.
• Have skilled people in the market place.

8
key points made

• Shaan Stevens
• We need to think what is going to be in 20 years
  time I believe that you can do what you dream
  of.
• Are we going to be a global player? Who knows?
  We are never really going to be a global player.
• Our focus should be on quality and margins.
• Understand what people want the more you
  understand the consumer preference, the more you
  can deliver to them.
• Dont be a slave to your own perceptions of what
  you think the customer wants.

9
key points made

• Shaan Stevens
• Get people out in the market place/on the ground.
• Maori have an advantage when it comes to
  interpersonal relationships the what do you
  want approach, not I can tell you what you
  want.
• Put in place people with strong marketing skills
  and production knowledge.
• Get close to the customer.
• Technology the world is a smaller place because
  of it Maori must get on the band wagon and not
  get left behind.

10
key points made

• Shaan Stevens
• Understand the market.
• Be prepared to do the hard yards.
• Be prepared to listen.
• Be prepared to use the winning Maori smile.
• Importance of relationships.
• Importance of being there.
• You have what you have the real question is how
  many people know what you have got.
• We have to do the basics what are our assets,
  what do we need to get?

11
key points made

• Shaan Stevens
• Define what are our visions, goals, what we want
  to achieve, before looking at the product/service
  we want to offer.
• Balance of life economic and social wealth and
  spirituality.
• Education goes hand in hand with business because
  education is going to be the key to unlock our
  future.
• Lets leave the conference with a positive vision.

12
key points made

• John Whitehead
• Economic development for Maori is linked with the
  development of the economy as a whole.
• Make the case for people to buy our goods and
  services rather than wait for them to come to us.
• Be active in demanding excellence as consumers,
  shareholders, stakeholders.
• Economic development should have a strong
  emphasis on developing the skills of Maori
  people.
• Literacy/numeracy problems should be addressed
  early in the education system.

13
key points made

• John Whitehead
• Ensure that the purpose of assets and entities
  are clear.
• Access good market intelligence.
• Network and collaborate.
• Spend time on the ground in overseas markets.
• Think of ourselves in terms of being global
  citizens.
• Success is not just about being good producers,
  and economic and commercial activities are
  usually not ends in themselves.

14
key points made / agreed

• Workshop 1
• Build a Maori expatriates network.
• Build and form alliances here and overseas.
• Make co-operation a reality.

15
key points made / agreed

• Workshop 2
• Invest in knowledge
• develop an understanding of the global market,
  requirements, development needs.
• Invest in whanau development
• stocktake of assets
• culture is exportable.
• Invest in key partnerships and relationship
  management.

16
key points made / agreed

• Workshop 3
• Adhere to strong business practice.
• Develop connections for small and medium sized
  businesses.
• Ensuring that we have research and development.